We may bemoan the higher airfares that will follow US Air’s buyout of American. But if your mid-market company is operating in an industry with poor economics, don’t be put off.
CFO Magazine's online edition has asked me to write a monthly column about improving the CEO/CFO dynamic in mid-market companies. The first article just went up, and focuses on interacting with the board of directors.
Mid-market CEOS are experts at managing fiscal cliffs, unlike Washington which has us teetering on the edge, and as of today, most likely falling off the cliff head over heels.
I did some thinking about the lessons that VC backed CEOs could teach Washington, and have written my latest post on just that subject.
Beware of acquisitions for the sake of diversification. Such acquisitions carry significantly higher risk and complexity for middle market companies. Read about how to assess the level of complexity, and what you can do to mitigate that risk.
Some CEOs are too passionate—too religious about their company’s vision. They stick to it and refuse to change even when it's apparent to many that the strategy must be adjusted. Read about structures and processes that can help introduce reality into a passionate CEO's thinking before it’s too late.
Hear Steve Bengstrom of PriceWaterhouseCoopers interview author Robert Sher on the PriceWaterhouseCoopers Start Up Show.
Rich Barbee, CEO of K/P Corporation, changed the company focus from equipment and physical capabilities to personal service and incredibly gifted employees. Your people’s core values mean more to your customers than the size of your printing press.
Making an ill-advised acquisition can be deadly. Buying a company is a massive decision, often with high complexity and risk. But how risky and complex is your deal?
High performance teams don’t happen by chance. Rick Sutherland, CEO of ClickAway, used a simple formula to increase his bottom line fourfold and inspire his people.
San Ramon, CA.
March 23, 2012.
The Alliance of CEOs Roundtable Event.
Many mid-market companies need to accelerate their financial value quickly.
- Closely held firms: Get big enough to buy competitors
- Family-owned firms: Maximize the approaching payday from selling out
- Private equity-owned firms: Make the exit date more lucrative
- Public companies: Get shareholders off their back